WATERAID MALI COUNTRY PROGRAMME STRATEGY- 2016-2021 - MARCH 2016
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WaterAid Mali
Country Programme Strategy-
2016-2021
March 2016
Table of content
Acronyms and abbreviations .......................................................................................................... 1
Executive summary......................................................................................................................... 3
1. Context analysis ...................................................................................................................... 5
2. Country Progamme focus – role and positioning .................................................................. 8
3. Theory of change................................................................................................................... 10
4. Strategic Objectives .............................................................................................................. 13
5. Areas covered by Country Programme ............................................................................... 18
6. Success indicators and measures ....................................................................................... 18
7. Human resources and organizational development plan ................................................... 19
8. Financial resources ............................................................................................................... 19
9. Appendices ............................................................................................................................ 20
Appendix 1: Summarized Logical Framework ........................................................................ 21
Appendix 2 : ORGANOGRAM ................................................................................................. 28
Appendix 3: Risk Management Plan ....................................................................................... 29
Acronyms and abbreviations
WaterAid Mali Country Programme Strategy for 2016-2021 Page 1
WASH Water, Sanitation and Hygiene CLTS Community Led Total Sanitation ECOWAS Economic Community of West African States CREE Water and Electricity Regulation Board DNACPN Sanitation, pollution and nuisance control Directorate HCCT LG high council LMDGI Local Millennium Development Goal Initiative SDG Sustainable Development Goals PROSEA National Water and Sanitation Programme PTF Financial and technical partners CPS Country Programme Strategy SOMAPEP Mali water asset holding company SOMAGEP Safe water management company UEMOA West Africa Monetary and Economic Union NGO Non Governmental Organisation INGO International NGP SWA Water and Sanitation for All ICT Information and Communication Technologies WAM WaterAid Mali WaterAid Mali Country Programme Strategy for 2016-2021 Page 2
Executive summary
Notwithstanding the significant progress reflected among others by the 7.2 economic
growth in 2014 in Mali, access to safe water and sanitation remains a concern for a
large number of people in this country. The respective 62% and 22% access rate to
water and sanitation are below the initial targets set in the MDG. Yet, Mali has signed
the SDG and committed to achieving universal access to water and sanitation.
A combination of human, political, environmental and institutional factors accounts for
this poor sector performance in Mali. A number of key sector blockages include, but
are not limited to the following: low capacity of stakeholders; inadequate integration
of equity and inclusion issues in policies and programmes; poor hygiene
practices/behaviours; inadequate integration of WASH in other social sectors. Also,
factor like population growth, insecurity, rampant armed conflicts, environment
degradation add to the existing pressure on water resources and ultimately impact
people, communities, economies and eco systems.
This Country Programme strategy has been developed as a way of addressing the
above depicted situation and based not only on findings from the political economy
research but also learning from previous CP strategy. The new 5 year CP strategy
aims to essentially achieve the right of access to water and sanitation for the poorest
and most marginalised through inclusive and sustainable access to WASH services
and also improve social sector indicators by ensuring effective integration of WASH
in education and health sectors. The ultimate goal is to transform the lives of people
and contribute to the 2030 agenda and this will be possible through WASH sector
strengthening, reducing inequalities, increased investments for WASH in other
sectors and good hygiene practices/behaviours. To this effect, WAM will focus on
strengthening the national systems, promoting multi sector partnerships, using action
research and innovation while building on lessons learnt from previous strategies.
The following four strategic objectives underpin the above goal:
We will contribute to reducing inequality of access to WASH through Rights-
Based Approach
We will help in building stakeholders’ institutional, organisational and
technical capacities and improving systems/ models needed to deliver
sustainable WASH services using a DWA approach.
We will contribute to integrating water, sanitation and hygiene in other
development sectors like education, health, environment, food security by
developing better targeted partnerships
We will contribute to the design and implementation of programmes which
drive behaviour change through good hygiene practices
The CP will apply the following approaches as part of the strategy implementation:
- District Wide Approach: will help us to stay focused, improve use of funds,
create a better multi stakeholder framework, develop designs and
technologies and work with other sectors towards bringing about the total
transformation of the selected district. In a district context, WAM will position
itself as a facilitator/catalyst, a broker on learning and knowledge
management, act as a change agent. The CP investments will look at
WaterAid Mali Country Programme Strategy for 2016-2021 Page 3achieving great impact while building on learning from LMDGI and the
Regional Learning Centre.
- Rights Based Approach: WAM will carry out an in depth analysis on the
underlying causes of inequalities in order to improve the supply and demand
side of WASH. WAM will support citizens’ engagement (accountability
framework, citizen sensitive budgeting) by strengthening the role of CSO,
media and parliamentarians.
- Communication for behaviour change: building on action/research and
formative training, WAM will apply a series of hygiene promotion approaches.
To this effects, partnership will be developed with companies having expertise
on social art but also with groups of traditional communicators or story tellers
social communication experts, universities, research institutions..
- WRM, climate change, multiple use and resilience: designs of the WAM
programmes will build on IWRM principles and approaches. The CP will based
on the ongoing experience of the RLC/Community Water Resources
Management but also learning gathered from post crisis WASH service
delivery.
At all levels –choice of technology options/designs, stakeholders mobilisation, use of
approaches, WaterAid Mali will ensure that particular attention is given to cross
cutting issues such as gender, inclusion, conflict prevention and management.
Targeted partnerships will be strengthened with the private sector towards local
economy development/improvement and sustainable services.
The 2016-2021 country strategy aims to support 526 383 people in Kati, Bla, Koro,
Ansongo and Bamako district with an overall five year budget of 14 .6 billion XOF
of which 3. 9 billion are restricted and an annual financial gap worth 2. 1
billionXOF. The CP has set to raise 50 % of funding gap (i.e., 1 billion XOF) working
with 29 members of staff. WaterAid Mali has identified and reviewed the risks likely
to impact the implementation of this strategy and designed a mitigation plan to this
effect.
WaterAid Mali Country Programme Strategy for 2016-2021 Page 41. Context analysis Global and sub regional Even though they are recognized as human rights, the water and sanitation crisis remains a challenging reality1. Progress towards the MDGs is not enough, especially in the low income countries. To address this issue, the process used in developing and agreeing the new development framework has seriously considered the sustainable access to adequate water and sanitation services. This is reflected through goal 6 of the SDGs. WaterAid 2015-2020 global strategy also builds on this context with an organisational vision of “universal access to water and sanitation by 2030”. In the West Africa Region, African leadership has increased their commitments to quickly complete the MDGs and engage in the recently approved SDGs. So in addition to the SWA commitments, AfricaSan 4 has come up with the Ngor declaration which targets universal access to adequate hygiene and sanitation by year 2030. The sub region is also marked by a number of other factors including : a change in the geo politics whereby the BRICS countries 2 play a critical role in African economies, rapid urbanisation, a large population of youth, security issues, high inflation due to changing exchange rates and fall in the price of raw materials, increased inequalities, an increasingly active private sector, an emerging civil society, wider spread and use of ICT, professional media, strong vulnerability to climate change and fragile political institutions. Such is the context in which both the WaterAid Pan-Africa Programme and WaterAid West Africa region will have to operate. National Landlocked with no access to sea, Mali shares borders with seven countries. The country has a population of about 17.1 million people3 and a land mass of 1 241 238 km². Notwithstanding the significant progress reflected among others by the 7.2 economic growth in 2014 in Mali, access to safe water and sanitation remains a concern for a large number of people in this country. Political and administration: since independence, the country has experienced several reforms, of which decentralisation is the major one. A review of the crisis faced by Mali since 2012 highlights the critical role of governance in this. Thinking about the direct and indirect linkages between good governance and the social and political crisis goes beyond establishing institutions and embraces how these perform. The most critical issue which raises discussions and concerns is participation in, that is, being included in public development. The new decentralization –using regions as units is in line with this. Indeed ‘regionalisation’ offers new opportunities for greater community participation to public life. 1 650 million people in the world lack access to safe water and 1 in one person lives without access to a decent toilet. 2 BRICS: Brazil, India, Chile and South Africa 3 http://www.banquemondiale.org/fr/country/mali WaterAid Mali Country Programme Strategy for 2016-2021 Page 5
Population: Mali faces a lot of challenges with its 3.6% population growth and fertility rate of 6.1 children per woman. The youth represents 69% of the population but have very limited access to good education and jobs. Gender inequity is real as only 4 in 6 young girls are schooled and this brings about immigration and rural exodus. Economy: Mali is one of the poorest countries worldwide with a GDP of 12.07 billion USD in 2014and per capita income of 648 USD per year (2013) 4. Agriculture takes 35% of this GDP and represents 80% of livelihoods. Business environment is is not highly competitive 5 and the economy remains heavily dependent on climate change. Despite the high potential provided by agriculture, livestock breeding and fishing, Mali economy is challenged by its population, inadequate training and production means, low capacity of civil society, inadequacy of public policies. Social: In Mali, the religious, ethnical and cultural cross fertilisation has long maintained the diversity and unity which the recent political and institutional crisis unfortunately put into jeopardy by breaking the social cohesion between certain groups, especially in the North. This social cohesion is also threatened by an inadequate political culture and immature democracy. Inequities linked to gender and geographic location remains a big issue which deserves serious attention to ensure consistent and sustainable development. Legal: Mali has adopted a significant number of legal international instruments, implementation of which is sometimes challenging in this particular context. Unfortunately, the civil society is yet to have able the capacity required monitoring and engaging citizens’ to take action. Technology: like many other African countries, Mali has made remarkable progress. For instance, the number of mobile phone users has grown from 3000 in 1997 to 11.3 million in 20126. Despite the inadequacy of basic infrastructure including energy and roads, this digital development provides opportunities for improving awareness raising, monitoring and evaluation towards behaviour change. Human development: over the last decade, i.e., 2001 to 2010, poverty level has fallen from55.6% to 43.6%. However, the 2012 food crisis, combined with the political and institutional crisis have negatively impacted the living conditions of people and increased the poverty rate to 45%7. The last human development report establishes that with its 0.419, Mali holds the 179th position out of 188 countries 8. Security and improved livelihoods are the core issues affecting the country human development process. 4 http://www.populationdata.net/index2.php?option=pays&pid=131&nom=mali 5 The 2015 World Bank report indicates that Mali holds the149th position in89 countries considered for« Doing Business ». 6 Observatoire de Téléphonie Mobile d’Afrique Sub-Saharienne 2012 de la SMA. 7http://www.worldbank.org/en/country/mali/overview 8PNUD, 2015, Rapport sur le développement humain 2015, « Le travail au service du développement humain 2015 ». WaterAid Mali Country Programme Strategy for 2016-2021 Page 6
On the water, hygiene and sanitation sector, government has put in a lot of efforts which remain insufficient. Indeed, though the sector sits as a priority in the country poverty reduction Paper (CSCRP 2012-2017), it is yet to receive the financial resources it needs. In addition to the government inability to meet its SWA commitments, the sector has its own challenges including: availability of quality human resources, erratic sector performance, unreliable data, poor coordination, unstable sector institutions and ineffective transfer of resources to Local Governments. SDGs provide an opportunity for reviewing the national water and sanitation Programme so that some of the issues raised above can be addressed. The internal assessment of the CP has shown that WaterAid Mali is credible organisation with high visibility. The CP has been successful in maintaining the effectiveness of organisation, particularly in a country afflicted by political, institutional and institutional crisis. The following challenges have been highlighted: inadequate integration of institutional elements in the partnership frameworks; inadequate integration between programmes and advocacy; broad geographic and thematic coverage, unclear statements in the changes desired and lack of systematic and effective approach to knowledge management. WaterAid Mali has developed this CP strategy to address the above challenges and concerns but by building on the analysis of the political economy of the country, recommendations from the review of 2010-2015 CP strategy, learning from our previous work. This new CP strategy focuses on a number of principles which include, inclusion of particularly the most vulnerable, participation, empowerment and cross sector approaches. WaterAid response through the CP strategy builds on the assumption that as a human right, the access to water and sanitation can contribute to gradual achievement of cultural, social and economic rights. WaterAid Mali Country Programme Strategy for 2016-2021 Page 7
2. Country Progamme focus – role and positioning As part of the internal context analysis, WaterAid Mali has reviewed a number of documents, learning from the 2010-2015 strategy. The CP team has also made some internal reflections which were completed by those of our partners’ opinions. The review has focused on the following areas: organisational effectiveness, programmatic approach, partnership, sector visibility and influencing. These areas were assessed to highlight strengths and weaknesses, building on evidence from what we learnt from the Strategy 2010-15 but also opportunities of the new strategy. Organisational effectiveness When the 2010-2015 strategy was being implemented, the organisational context was marked by a new structure in place, increased investments into organisational capacity of WAM staff and partners but also a control over financing. While these achievements are worthwhile, there is a number of gaps including but not limited to: planning, MPB development where the second and third quarter plans were inconsistent, global level documents were inadequately customized, follow up of recommendations made at regional and national meetings. Programmatic approach The current strategy has seen implementation of the programmatic approach through an in-depth context analysis, innovations in delivering services –e.g., combining CLTS and WASH in schools) and designing technologies –e.g. DAMU seat and urinals. All this work was supported by stakeholder capacity building and advocacy for scale up purposes. However, despite the availability of improved planning, M&E tools jointly developed, programme/advocacy integration needed more attention. Building on sharper sector analysis, there is need to continue improving upon the development of change objectives as well as the follow up of impact indicators. Partnerships WASH service delivery was done in compliance with the decentralization framework of Mali where Local Government (LG) is at the heart of local development. The work was to build local authorities’ capacity in managing their local projects/programmes and this was achieved through a) direct partnership arrangement with LGs and b) indirect partnership with NGO and CSOs. Our formal partnership with a few sector stakeholders such as DNACPN, SOMAPEP, parliamentarians ; network for WASH, HCCT was useful in creating and strengthening collaboration within the sector and with other sectors such as education and health. But the analysis has revealed the following weaknesses: working with the private sector and research institutions; lack of a shared vision of partnership; other challenges relate exclusively to our work with LGs and include the administrative procedures which delay disbursement of funds, poor management which both lead to underspend. WaterAid Mali Country Programme Strategy for 2016-2021 Page 8
Sector visibility and influencing Seen more as a technical than financial partner, WaterAid’s visibility and influencing in the sector are critical in achieving organisational objectives. This influenced is reflected in many ways: active participation in developing the SWA engagements, in inputting frameworks and suggesting mechanisms for sector performance –e.g., annual sector reviews, monitoring committee of national W&S programme. The Governance and Transparency programme has helped the CP and partners to engage more with the public authorities to: ensure effectiveness of the right of access; start reviewing the national sanitation policy, include the right of access to WASH as a component of the local and national level accountability frameworks. All above mentioned efforts have contributed to increased WaterAid Mali’s visibility, credibility and position in the WASH sector. The following areas need improvement for a greater visbility of WaterAid: Sharing documentation ; Improving national policies to ensure vulnerable groups’ needs are catered for. We have built upon the findings of the various reviews and decided to apply the «District Wide Approach» which consists in working in a specific geographic area to promote an enabling environment for systems required to bring about sustainable change. WA Mali: Role and Expectations Given the above context and needs, WA Mali sees the following as the key elements of its contribution to bringing about the desired change in the WASH sector of the country. In such a fragile context, it is relevant that WAM works with its partners to keep delivering direct services both in communities and institutions- mainly in schools and health. Sustainability and sanitation will be given a particular focus, especially in terms of ending open defecation practices. The CP work will focus on rural and peri urban setting. On governance, the sector lacks key competences even though a clear institutional set-up exists. The hygiene sub sector will be particularly supported to have a national policy. The government’s leadership and coordination efforts are always thwarted by the fact that sector is fragmented between different ministries. WaterAid and partners will advocate to ensure a better integration and operation of the local consultation frameworks. Support in terms of fundraising and local project management will also be provided to the new stakeholders in place, i.e., regions as part of the decentralisation policy. Sector financing is confronted with challenges such as fundraising, budget allocation and use. Therefore, the CP will continue investing on sector strengthening and step up its efforts. The CP will also invest in action research for new innovative funding approaches of the sector. Also, the local and national level CSOs need support to fully play their monitoring role as well as citizens awareness raising. WaterAid will continue supporting stakeholders from the WaterAid Mali Country Programme Strategy for 2016-2021 Page 9
civil society to amplify the voice of citizens/right holders. CSO will actively involve in monitoring the engagements made by government as part of the SDGs and will regularly share updates on the implementation level. Five years after implementing the SDGs, a shadow report will be produced by the civil society. WaterAid work will consider the unstable political and economic situation. The programme design and implementation will integrate regular context analysis. The implications of inflation and increase of input price will be reflected in the annual reforecast of the CP operational plan. Security and political contexts will inform our systems and processes on a regular basis. WaterAid Mali will continue strengthening its relations with security workers as well as humanitarians to be regularly have access to useful information and intelligence on security. Finally, the CP category calls for the following: a clear and long term commitment to deliver sustainable and inclusive WASH services; intensive advocacy efforts; increased strategic investments; a better targeted partnership and development of designs and approaches to be scaled up by other stakeholders. 3. Theory of change In developing this strategy, WaterAid and partners have listed the following enablers as critical to ensuring effective implementation. Leadership Achieving universal access requires a number of things including the critical role of central and local governments who should prioritise WASH by a) providing human and financial resources but also developing consistent policies/ plans and b) deliberately targeting vulnerable groups. Unless decision makers are strongly committed and display long-term willingness, no sustainable change is possible in the systems and processes to lead to fulfillment of right of access to WASH as a human right. Integration One of the success indicators it having a consistent and integrated WASH delivery system in other basic sectors (including education and health) that can be adopted by other sector stakeholders. This integration will help in creating a new partnership approach built upon the various stakeholders’ distinctive skills and improving community health and livelihoods. Other stakeholders, including the private sector will play a more active role in sector financing and in designing technologies. Integration will allow space for dialogue, learning and sharing among stakeholders. WaterAid Mali Country Programme Strategy for 2016-2021 Page 10
This integration will be strengthened with specific WASH indicators developed and included in the health and education information systems. Governance For a performing and credible WASH sector, we need effective and transparent management of resources and improved accountability from the various stakeholders. Good governance also helps in reconciling the multiple uses of water, in a better functionality of consultation frameworks and in establishing accountability and responsiveness mechanisms between rights holders and duty bearers. Monitoring of the sector performance and regional and global commitments provides an opportunity for accountability and continuous improvement of our work. Other opportunities for improving WASH sector governance include initiatives like the national water and sanitation accounts, national water information system called SNIE, creation of a sanitation database. Sustainability Universal access heavily lies on the stakeholders’ capacity to address the sustainability issue through innovative technologies, knowledge management on the quantity and quality of water resources, enhanced community resilience to climate change and variability. In Mali, the review of the water and sanitation Programme (PROSEA 2) provides an opportunity for deepening sustainability issues. Action research, building the implementation capacity of stakeholders, facilitation of learning platforms, communication for behavior change, advocacy and influencing are all critical aspects to make this happen. Citizen Engagement The fulfillment of the right of access to WASH requires responsible citizens who are involved and committed to claim their rights to equitable and sustainable WASH services. Through various platforms including associations, CSOs networks, the right holders will demand their rights in a legitimate and nonviolent manner and call duty bearers to account and this will improve the quality of water and sanitation services delivered by the water utilities. In discharging their duties, citizens will contribute to the maintenance of services and facilities through local governance mechanisms. Citizens or community members are also important in facilitating take up of good hygiene practices, their dissemination and continuous improvement through peer education. Inclusion Achieving WaterAid strategy will require strong capacity in designing and implementing inclusive programmes and approaches. Inclusion is a key success indicator, especially in a country with strong disparities and gender inequality, inadequate integration of people with disabilities in technology designs, high variability of natural conditions and water resources. Inclusion implies ensuring that WaterAid Mali Country Programme Strategy for 2016-2021 Page 11
WASH services are physically accessible, financially affordable and efficient over
time. Inclusion also involves active participation of vulnerable groups identifying
solutions to their needs.
Below is the Country Programme theory of change which builds on the organizational
vision, mission and values:
WAM Theory of Change 2016-2021 CPS
WaterAid vision is a world where everyone, everywhere has safe water, sanitation and
hygiene.
Mission: To transform the lives of the poorest and most marginalised people by
improving access to safe water, sanitation and hygiene.
Integrity
Courage
1. Our Niche: Integration of WASH in health and education sector
strategies, policies and programmes in line with decentralization
(regionalization).
Innovation,
Expected changes:
accountability,
WAM has competent, motivated and stable staff
Improved access of the most vulnerable
Improved hygiene programming at national and local levels
Stakeholders take ownership of national policies and strategies
Improved WASH sector governance
Increased sector finance
WASH sector prioritized in local and national development plans
Values : Collaboration,
Stronger collaboration with other sectors (education health, food security)
Respect,
Theory of change: Access to water, hygiene and sanitation for vulnerable communities
is effective through enhanced leadership, successful integration in education and
health sectors, improved sector governance, development of sustainable models,
introduction of citizen engagement mechanisms and inclusion of all
Values:
notre mission et nos valeurs.
Change enablers
Leadership
Integration
Governance
Sustainability
Citizen engagement
Inclusion
WaterAid Mali Country Programme Strategy for 2016-2021 Page 124. Strategic Objectives
WaterAid is committed to working with others to drive transformational change through delivery of sustainable WASH services and behavior
change in a "district wide approach" by 2021. Our strategic goals are closely linked, complement one another and contribute to the four
(04) global aims with the ultimate goal of safe water, sanitation and hygiene for everyone and everywhere by 2030.
Strategic objectives Performance tools (sources of verification)
We will help build stakeholders’ institutional,
organizational and technical capacities and The country databases show improved access rates of the most
improve the systems/ models towards delivery of vulnerable people to sustainable WASH in our intervention areas.
sustainable WASH services using a DWA
PIMS show better functionality of WASH facilities in our intervention areas.
approach
Sector review report
Impact assessment report shows improved % of communities displaying
good hygiene behaviors by 2020.
We will contribute to the design and The programme impact assessment report shows less diarrheal diseases
implementation of policies and programmes that in our intervention areas.
drive behavior change through good hygiene The KAP studies indicate increased adoption hand washing with soap at
practices critical periods.
Partner reports show community awareness and knowledge on safe
practices in our intervention areas.
We will help reduce unequal access to WASH PIMS and impact assessment reports show improved access of vulnerable
through implementation of the Rights-Based
groups -women, youth and people with disabilities to WASH.
Approach
We will contribute to mainstreaming WASH in
other development sectors like education, health, The impact assessment report shows a better integration of WASH in
environment, food security by developing specific education and health policies and programmes.
and well targeted partnerships
Below is shown the close relationship between objectives, strategic aims and priorities:
WaterAid Mali Country Programme Strategy for 2016-2021 Page 13WaterAid Mali 2016/2020
: Objectifs strategic
générauxobjectives
Stratégie 2016/20
Global Aim: Reduce inequalities Global Aim: strengthen the delivery of sustainable services
We will support governments and service providers to strengthen the
We will tackle and challenge inequalities that prevent the poorest and systems and capabilities required to deliver sustainable water,
most marginalized people from fulfilling their right to WASH Sanitation and hygiene services.
WAM strategic Objective: WAM strategic Objective :
We will contribute to reducing inequality of access to WASH through We will help in building stakeholders’ institutional, organisational and
Rights-Based Approach technical capacities and improving systems/ models needed to deliver
Priorities: Create an enabling environment Develop and scale sustainable WASH services using a DWA approach.
up inclusive models, systems and approaches Build stakeholders
Priorities: Develop sustainable models and approaches; local
capacities on inequalities, gender and rights of access.
project management; Organisational effectiveness for WAM &
partners; IWRM and climate change; develop coordination
mechanisms, Monitoring, Evaluation and accountability systems
Global Aim: Integrate WASH in sustainable development Global Aim: Improve hygiene behaviours
We will work with others to develop plans and activities that accelerate We will positively influence hygiene behaviour to maximise the benefits
change by integrating water, sanitation and hygiene into sustainable of access to safe water and sanitation.
development agenda.
WAM strategic Objective:
WAM strategic Objective: We will contribute to the design and implementation of programmes
We will contribute to integrating water, sanitation and hygiene in other which drive behaviour change through good hygiene practices
development sectors like education and health.
Priorities: work in schools and health centres; Multiple uses of
Priorities: Menstrual hygiene Management; Action research;
water and food security; WASH and food security; Work with
Learning; policy and strategy influencing / Communication for
academic institutions, private sector and CSO accordingly: behaviour change
Advocacy, campaign and influencing
WaterAid Mali Country Programme Strategy for 2016-2021 Page 14PProgrammatic approach
To drive change required towards achieving universal access, our programmatic approach
stand on three (03) pillars: context analysis, service delivery following a "District-Wide
Approach", use models and evidence from our work to influence policies/ practices. (See
diagram below).
The approach is based on a critical and ongoing context analysis that informs all our work.
Our programmes will be implemented using a Rights-Based Approach which encapsulates
service delivery, advocacy and capacity building. Learning and knowledge management will
enhance the credibility and legitimacy of our influencing work. As part of programme
implementation, consistency between national and local levels will be strengthened by using
the available coordination and communication frameworks.
The framework is summarized in the table below:
Table : Review framework
Level Local National International
Services providers,
International
Stakeholders/ Targets Users, rights holders Decision makers, State,
Institutions
CSOs, Private sector
Ownership of Policies/ Strategies,
policies, participation Accountability/
International Agenda,
and needs of the Governance,
Issues to be addressed most marginalised, Capacities/ skills,
Aid and sector
supports
Practices, Economy, Financing,
Human rights Partnership
Below are approaches WAM will apply to implement this strategy:
WaterAid Mali Country Programme Strategy -2016-2021 Page 15- District Wide Approach: will allow being focused, using better the resources, creating
a multi-stakeholder framework, designing models and technologies and promoting
integration. Given the socio economic context of Mali, the CP will position itself as a
facilitator, a ‘broker’ on learning and knowledge management and a change agent.
Our investments will aim at greater impact while building on lessons learned with the
Regional Learning Centre and under LMDGI.
- Human Rights Based Approach: WAM will develop a thorough analysis of the
causes of inequalities in order to improve the demand and supply sides in WASH. We
will support citizen to participate (citizen budget, citizen jury, accountability forum)
through stronger roles of civil society networks, parliamentarians and the media.
- Communication for Behavior Change: with the formative assessments and action -
research on hygiene behavior factors, WAM will develop and implement a range of
hygiene promotion approaches. To this effect, we will partner with companies with
expertise on social art, groups of groups of traditional communicators/story tellers,
organizations expert in social communication and universities / research centers.
- IWRM, climate change (adaptation and resilience), multiple uses of water
resources: WAM will design its programmes based on WRM principles and
approaches. The CP will tap into the existing experiences on community water
resources management by the Regional Learning Centre but also learning from the
post-crisis WASH project.
The following shifts are required to achieve the desired changes:
Areas Key shifts
Implement the Rights-Based Approach;
Implement District Wide Approach;
Better mainstreaming of water security in programme designs;
Sustainable Scale up waste management pilot project in urban areas
service Promote hygiene through communication for behavior Change
delivery combined with social art;
Initiate cross-border programmes with the Sahel countries;
Increased local and diaspora fundraising
Diversified and strategic partnerships based on shared vision, respect,
equality and mutual reinforcement
Partnerhips
Work with the private sector and research institutions
Developing and rolling out a partnership capacity development plan
Strengthen the policy and practice linkages;
Integrate WASH strategies and plans in education and health sectors;
Advocacy
Ensure linkages between local government and national government on
sector performance management
Domestic resource mobilization (Diaspora, local leaders);
Local level M&E using ICTs (new information technologies)
Capacity
building Improve sector planning and performance monitoring (regional
consultation frameworks extended to education and health stakeholders)
WaterAid Mali Country Programme Strategy -2016-2021 Page 16Finally, the following five programmes will be implemented to support the country strategy: «Organisational Effectiveness» programme aims to enhance WAM operational efficiency through support for creating an enabling framework. In particular, it will consist of strengthening the management and technical capacities of the team to implement the strategy with regards to the key shifts mentioned above. «Influencing and sector strengthening». This cross cutting programme will focus on the following: strengthen project ownership while integrating the new ‘regionalization’ context; support the development of SDG framework; develop innovative financing mechanisms which involve the private sector; strengthen the sustainability framework; engage stakeholders around local and regional consultation frameworks, knowledge management, promote equity and inclusion. Finally "Healthy Start" campaign will continue. The “rural programme” will be implemented through the "District-Wide Approach" and contribute to the resilience of communities. A package of activities will be carried out: introducing WASH in communities and institutions including schools and health centers, supporting local planning, menstrual hygiene management in schools, managing water chain, sanitation marketing, CLTS scale up, strengthening the capacity of communities on risk management. This program will also address IWRM and the issue of multiple uses of water in communities. The urban programme primarily targets the service delivery in peri-urban through other activities include: support to domestic fund raising, promoting pro-poor approaches, strengthen governance and the integrated management of solid waste. ITC will be used to develop technology solutions which will improve governance by strengthening public trust in the central and local governments. Cross-border programme: as Mali shares borders with 7 countries, there is a lot of movement of people and goods between them. WaterAid Mali will base on this geographical position to build resilience by carrying out development work, providing humanitarian assistance to conflict prone people and those vulnerable to epidemics and various shocks resulting from climate change and variability. This programme will include work on nomadism, post-conflict management and strengthening the health system. These country borders also offer alliance building opportunities to strengthen influencing and learning. It will also look at partnerships with research institutions and private operators working beyond Mali and in one of the seven other countries. Proposed programming by geography (urban/ rural) is based on our current analysis and more recently drafted Urban Strategy Paper. The analysis has shown the urban / rural divide as a key determinant for inequality in relation to access to WASH. However this could change depending on learning and potential changes in the context. When and if that happens the CP will adjust its programming accordingly. WaterAid Mali Country Programme Strategy -2016-2021 Page 17
5. Areas covered by Country Programme The District Wide Approach will be applied in rural areas while also focusing on management of solid waste in urban areas. The CP will continue its work in Bamako district and four regions including Ségou, Mopti, Koulikoro and Gao respectively located in the circles of Bla, Koro, Kati and Ansongo, Three major criteria were applied to select these areas: poverty profile as stated by national statistics which provide that over 70% people living in rural areas are poor); low water and sanitation coverage especially in rural; few NGOs working in the WASH sector. 6. Success indicators and measures The M&E framework provides useful methods to determine whether the strategy is achieving the expected outcomes. Learning from the midterm and final evaluations will be used to improve the CP intervention strategy. Besides, the CP will learn from its work and get funding. The table in Appendix 1 summarizes the logical framework components including: outcome indicators, source of verification, data collection method, frequency of collection and responsibilities. WaterAid Mali Country Programme Strategy -2016-2021 Page 18
7. Human resources and organizational development plan
The Goals and objectives set out in this new CPS calls for a review of our HR
planning and structure, including acquiring new skills. With support from the
Regional People Lead this review was conducted. This helped take stock of the
skills and capacities, identify the gaps and suggest options for filling the gaps. The
options included recruitment, capacity building through either support from WAWA,
other CPs and UK team, or specific targeted partnership with external stakeholders.
However, as the CP was still in the process of finalizing the recruitment of the Head
of People and Organizational Development the exercise was not completed. In order
to come up with a final HR strategy, plan and structure, we intend to use the first year
of implementation to do a thorough review of the current structure and adapt the
structure to the strategic demands and shifts. This exercise will be led by the Head of
People and Organizational Development with support from CR, Regional People
Lead and CP SMT.
The current plan is as follows:
Table 7: HR plan
2016-2021 2016/17 2017/18 2018/19 2019/20 2020/21
29 29 29 29 29
Low case
29 30 31 32 33
High case
To be competitive, WAM will consider creating an enabling environment in line with
our organisational values. Therefore the CP will maintain and improve the existing
benefits such as the social security scheme and the health insurance for staff and
their respective. In addition the CP will conduct annual pay reviews and performance
increases consistent with global policy.
8. Financial resources
Table 8: Five-year budget plan
WAM five year budget plan
CPOP
2016/17 2017/18 2018/19 2019/20 2020/21 TOTAL
2016-2021
2 474 605 000 2 612 920 000 2 874 939 000 3 163 930 000 3 481 972 000 14 608 366 000
Low case
2 974 542 000 3 242 892 000 3 547 927 000 3 882 575 000 4 247 780 000 17 895 716 000
High case
WaterAid Mali Country Programme Strategy -2016-2021 Page 19To support this growth, WAM will develop a fundraising strategy to support the CPS. This will draw on the analysis of the funding landscape, the capacity of the country team, available support and potential partnerships. 9. Appendices WaterAid Mali Country Programme Strategy -2016-2021 Page 20
Appendix 1: Summarized Logical Framework
Sources of Responsibili
Logical framework Indicators Data collection method How often?
verification ty
LONG TERM OUTCOMES
Living conditions of Once, at the
Extent to which people’s WAM
people on areas where Impact evaluation beginning of
living conditions have Baseline studies
we work have improved report strategy
improved in 2020 as a Impact assessment of
as a result of our result of access to the samples in areas
sustainable and adequate WASH. where we work
WASH services 526 383 people with Summary of annual WAM
Once at the end
sustainable access to reports
of strategy
WASH
Access rate to safe Report on Household surveys on Twice : mid-term Partner
water sanitation and accessibility audit/ samples and final NGOs
hygiene (quality, survey
distance, cost, quantity,
inclusion)
Diarrhea prevalence Report of the CP Evaluation Twice: mid-term CS Réf.
evaluation and final
WaterAid Mali Country Programme Strategy -2016-2021 Page 21Strategic Objective: We will contribute to reducing inequality of access to WASH through Rights-Based Approach
MEDIUM TERM OUTCOMES
Partners including Extent to which national Study report Systematic research on Twice in year 3 Partners
communities, NGOs, LGs policies and strategies knowledge level of and at the end of
are known to partners policies and strategies. the strategy
have ownership of the
national policies and
strategies
Citizens claim their rights % LGs holding public Partner annual Data collection Once a year Partners
of access to WASH hearings in the year reports
% of recommendations
made during local public Partner quarterly Recommendations follow Partners
hearings on rights to reports up sheet. Twice a year
WASH.
National sanitation policy Both national policies – National safe water Analysis of the sanitation Once in year 2 of WAM
and national water supply sanitation and water are and sanitation and water policies. strategy
policy include equity and available and inclusive policies;
inclusion components Reports validating
the reviewed
policies
WaterAid Mali Country Programme Strategy -2016-2021 Page 22SHORT TERM OUTCOMES
Citizens are trained and % of people with PIMS report Small scale PIMS Yearly WAM
empowered on issues awareness raised on
related to inequalities, inequalities, gender right
gender and right of of access and who know
access their rights of access
Stakeholders are trained Number and category of Training report Training follow up sheet Quarterly Partners
and empowered on the people trained and
content of the national empowered on the
water and sanitation national water and
policies sanitation policies and
strategies
Local accountability and Number of public CP 6-month report Summary of partner Once every 6 WAM
consultation frameworks hearings/accountability reports months
are in place frameworks in place
Number of vulnerable
Vulnerable people have Once per 3
people with access to Partner reports User count Partners
access to WASH months
WASH
Models, systems and Number of models, Mapping of models,
approaches are systems and approaches Annual reports systems and approaches Once a year WAM
developed developed developed
WaterAid Mali Country Programme Strategy -2016-2021 Page 23Strategic Objective: We will help in building stakeholders’ institutional, organisational and technical capacities and
improving needed systems/ models to deliver sustainable WASH services using a DWA approach.
MEDIUM TERM OUTCOMES
An information
management system WAM evaluation
Use of the evaluation Two times/year 1
Information management exists and is functional. report
report and end of WAM
system operates well Number of LGs where Data base
Testing the data base strategy
we work functional data
base on WASH
The access to safe water 4 times a
Access rate to water in
Assessment based on year/quarterly
and sanitation in areas LGs where we work.
LG data base national standards per
Number of people using
where we work has Quarterly reports of facility WAM
the water point users.
improved partners
Number of people using
User count
the sanitation facilities
Functionality of water Functionality rates on
Surveys on a reasonable
and sanitation facilities water & sanitation PIMS reports Annual WAM
sample.
has improved. facilities.
% of LGs where we work
100% of LG plans include with their plans (PDESC) Review of PDESC
PDESC document Annual WAM
WASH components. including WASH document
components.
Increase level of WAM
Government allocates 5% Budget monitoring
government budget to Budget monitoring Annual
of its budget to the sector report
the sector
WaterAid Mali Country Programme Strategy -2016-2021 Page 24IMMEDIATE OUTCOMES
Number of WASH
WASH services are Partners’ quarterly Inventory/mapping of
facilities per type Quarterly Partners
delivered reports facilities
Sustainable models and Number of sustainable Mapping of sustainable
approaches are models and approaches WAM annual report models and approaches Annual WAM
developed which got developed developed
Strategic Objective: We will contribute to integrating water, sanitation and hygiene in other development sectors like education and
health.
MEDIUM TERM OUTCOMES
22 Health centres % of health centres CNHF evaluation
(20CSCOM et 2CSRF) (CSCOM) managing report on WASH Annual
show effective Use the evaluation report WAM
effectively the WASH Partner activity 3 monthly
management of WASH
plans reports
plans
Hand washing with soap % of school children
is effective in schools washing hands with soap Small scale PIMS
PIMS reports Annual WAM
and apply WASH in schools with WASH Case studies
standards.
WaterAid Mali Country Programme Strategy -2016-2021 Page 25Enhance capacity of local % of communities where
Evaluation report of
communities and monitoring committees
the project
authorities to made have taken at least one Once –at the end
‘community Use the report WAM
decisions on WR decision on community of project
resilience to
management based on a water resource
climate change’
review of data collected management
Nutrition of 0 to 5 years Malnutrition reduction
CSRF survey Assessment of 2 times (midterm
has improved rate in children aged 0 à CSRF
report malnutrition trend and end of project
5
Women and young Partner quarterly
% of women and youth
people are empowered reports
groups supported who Use the report Quarterly Partners
through income Data collection
managed to initiate IGA
generating activities -IGA sheets
SHORT TERM OUTCOMES
Partners’ quarterly
WASH services are % of schools and health
reports
delivered in schools and centres with WASH Use the report Quarterly Partners
Data collection
health centres. standard
sheet
Communities capacity Training report
Number of communities
have been strengthened Partner quarterly Use the report Trimestriel WAM
with capacities built
on WRM reports.
Number of water points
Multiple Use water constructed for multiple Partner quarterly
facilities are built. use purposes (market reports Use the report and data
Quarterly WAM
gardening, animals, Data collection collection sheet
washing, dish washing) sheet
WaterAid Mali Country Programme Strategy -2016-2021 Page 26Strategic pbjective: We will contribute to the design and implementation of programmes which drive behaviour change through
good hygiene practices
MEDIUM TERM OUTCOMES
% households displaying Impact evaluation 3 times baseline
Households display good good hygiene practices report Report review half way and at WAM
hygiene behaviours by 2020
by 2020 end of strategy
% of ODF communities
Partner quarterly
CLTS is scaled up in rural Report Summary
reports (data Quarterly WAM
Number of communities Use the sheets
collection sheet)
triggered
% of households with at
Households have access to least one latrine, a Partner activity
Use the report Quarterly WAM
improved sanitation. washing area and a soak reports
pit for waste water
Models generated from the Number of action WAM annual
Mapping of models
action research efforts are research models scaled report, Advocacy Once a year WAM
which got scaled up
scaled up up document
IMMEDIATE OUTCOMES
% of schools
Integrate hygiene – Summary of the activity
implementing a hygiene Activity report Quarterly WAM
including MHM in our work reports
programme
Awareness raising of Nombre de Partner quarterly
Report summary
communities provided with communautés reports
Use the data collection Quarterly Partners
IEC tools sensibilisés et outillés Data collection
sheet
en IEC/CCC sheets
Pilot hygiene promotion Number of pilot projects Pilot project sheets Number of pilot project Annual WAM
projects are implemented. implemented sheets.
WaterAid Mali Country Programme Strategy -2016-2021 Page 27Appendix 2 : ORGANOGRAM
CR
G&FRM
HP&A CB&L HPOD H F&IT
PM A&CM MELM FM
PO1 P&AO CBLO Adm O Office Ast. HRO FO ITO
PO2 CO RDO Driver1
PFO
PO3 REIO Driver2 CR: Country Representative HPOD: Head of People and OD
GRM: Grant and Fundraising Manager HF&IT: Head finance and IT
Driver3
PO4 HP&A: Head Program and Advocacy A&CM: Advocacy and communication Manager
Driver4 CB&L: Head of capacity building and learning PFO; Partners’ Finance capacity building officer
FM: Finance manager CBLO: Capacity building and learning officer
FO: Finance officer PO: Program officer
WaterAid Mali Country Programme Strategy -2016-2021 Page 28Appendix 3: Risk Management Plan WaterAid Mali - Risk Register Background Though WaterAid started work in Mali on a project in 2000, it only became a full Country Programme in 2003. WaterAid Mali has grown since then and the potential to continue to grow still exist. The number of staff and the program budget have increased. Today and the geographical coverage has expanded. WaterAid Mali currently strategie will end in March 2015. The new strategie developped by WaterAid Mali will start from Fiscal year 2016 to 2020, The need for WAM as a growing organisation in its expansion phase to identify and manage risks associated with the organisation and what the organisation does is of primary strategic importance. Our programme is delivered through partners, we depend largely as a charity organisation on donor funds, and we need to be effective and efficient in delivering our objectives and in timely manner. Objective The objective of WAM Risk Management plan is to increase the understanding of risks that the organisation and its resources face daily and to formalise a viable and verifiable system of managing them. Specifically however: • encouraging the organisation to look at all its risks, not just financial ones; • devising appropriate mechanisms for the organisation to manage risk, including eliminating the risk, managing the effects, no-insurance, self-insurance, commercial insurance, re-insurance, captives and other pooling mechanisms; • sharing information on risks and best practice methods of dealing with risks; • providing comparative information on risk management for line managers; Situation analysis The Country Programme conducted a situation analysis with all the staff and SMT members. The emphasis was on assessing qualitative and quantitative risks using simple tools and methods. Once the analysis was conducted and the risk identified, the loop was closed with an action plan and monitoring System. For our plan to be successful, we have agreed on the use of common language and the need to secure top management support. It is important to mention here that a Risk Champion was identified in the person of the Head of Finance (SC). The Country Programme identifed 15 risks and broadly classified them as inherent or acquired. While this list is not exhaustive, the management committe will periodically review and update the plan. These items were also used in benchmarking WAM Risk Profile as part of the change process using a standard Profiling tool. The second Assessment should be conducted at the end of the FY to identify progress and any key concerns. WaterAid Mali Country Programme Strategy -2016-2021 Page 29
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